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| Criterion |  Operations After-Action Review |  Operations ABC Analysis |  Product Strategy DIBB |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20-45 min | 30-60 min | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 1-5 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List | DIBB document, Belief list, Bet list, Learning report | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningOperationsImprovement | PrioritizationOperationsPortfolio | StrategyDecisionAssumptionsHypothesis | DecisionChangeLearningStrategy |